External sources of innovative capabilities: the preference for strategic alliances or mergers and acquisitions
By John Hagedoorn, Geert Duysters. 2002
741 citations recorded by the source corpus.
Subfields: Strategy and Management
View Paper: https://www.semanticscholar.org/paper/c81b64015bf0a1cce33fb373942980dfe47916b2
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Strategy and Management
- Wpm Wim Vanhaverbeke
- H. Chesbrough
- Marcel Bogers
- Ellen Enkel
- Oliver Gassmann
- Geert Duysters
- S. Lundan
- John H. Dunning
Citations in the corpus
- Technology Push and Demand Pull Perspectives in Innovation Studies: Current Findings and Future Research Directions (2012, background): “Along these lines, a second group of papers takes a closer look at the development of innovation through collaborative agreements, thus emphasizing the role of knowledge and capabilities developed through specific inter-firm alliances and networks (Deeds and Hill, 1996; Lee, 1996; Handfield et al., ”
- Inter‐firm market orientation as antecedent of knowledge transfer, innovation and value creation in networks (2011, background): “However, both types of alliances are focused on one way learning, where firms attempt to learn as much as possible of what is already known by the partner (Hagedoorn, 2002).”
- The Internationalization of Corporate R&D: A Review of the Evidence and Some Policy Implications for Home Countries1 (2009, background): “Research by Hagedoorn and Duysters (2002) indicates that mergers and acquisitions are still frequently preferred to alliances, where the object of the acquiring firm is to upgrade its core ownership-specific advantages.21 They also found that experience with one or the other mode influences the…”
- What Have We Acquired and What Should We Acquire in Divestiture Research? A Review and Research Agenda (2006, background): “Although the benefits of entering a market via M&A or alliances have been thoroughly researched (e.g., Hagedoorn & Duysters, 2002; Hagedoorn & Sadowski, 1999), the choice and relationship between divestitures and alliances and networks have remained widely unexplored.”